2017. A fresh B.Tech graduate walks into BYJU'S Surat as a Business Development Executive. No playbook. No team. Just a phone, a target, and the belief that every conversation is a conversion waiting to happen.
In the first 18 months, Manan punched Rs.2.5 Crore as an individual contributor and earned his place among the top 100 BDAs pan-India — out of thousands. The reward: incentive trips to London and Bali. The lesson: systems beat hustle at scale.
"I didn't just want to sell. I wanted to build something that sells itself — a system, a team, a culture."
That conviction became the throughline of every role that followed. From Ahmedabad to Pune, from BYJU'S to PhysicsWallah, from EdTech to Auto-Tech to B2B SaaS — the mission stayed constant: build the engine, then scale it.
Every data point below was earned in the field — not promised in a deck. This is what compounding sales leadership looks like.
After Spinny, Manan took on his most ambitious build yet — constructing Simply Vyapar's entire inside sales engine from the ground floor. No team. No process. No playbook. Just a blank canvas and a mandate to drive growth across India.
Within months, a 100+ member sales organisation was operating across Surat, Ahmedabad and Bangalore — with full SOP infrastructure, a custom incentive attribution model, and a real-time BigQuery + Redash analytics stack giving managers daily visibility into agent performance.
The result: business growth crossing Rs.50 Crore, and a team that runs itself.
A deliberate pivot into Auto-Tech. Manan took on the Demand and Supply Head role at Spinny to expand his lens beyond EdTech — proving that great sales leadership is industry-agnostic.
Led the auction vertical for North India's largest used-car platform, simultaneously driving supply acquisition (car sellers) and demand generation — two sides of a marketplace that needed to move in perfect sync.
The promotion from DGM to GM was recognition of a singular quarter. Rs.60 Cr to Rs.85 Cr+ in 90 days — not through luck, but through ruthless funnel visibility, OKR alignment, and plugging every conversion leak in the system.
As GM, Manan owned the entire online P&L: Inside Sales, Performance Marketing, GTM strategy and Product Growth — reporting directly to CXOs and shaping the long-term AOP roadmap for the Test Series category.
This is where Manan made his name at scale. Joining PW as DGM, he inherited a Rs.100 Cr offline business and transformed it into a Rs.190 Cr machine in under two years — a 90% YoY growth that became a case study inside the organisation.
The operation grew from 42 to 75+ centers across India. ARPU climbed 15% from Rs.32,500 to Rs.37,500. A 150+ member team was hired, trained and aligned to the same weekly targets. Lead management across ATL, BTL, events and inbound was redesigned from scratch — delivering consistent ~3% conversion at scale.
The first big leadership test. Manan took charge of three states, leading 13+ Sales Managers across Madhya Pradesh, Chhattisgarh and Maharashtra. The brief: fix the numbers in markets that were underperforming.
He designed and implemented a new lead-to-sale process from scratch — % Sale to Lead doubled from 1.5% to 3%, and weekly average sale per associate hit 1.5. The bottom-cohort program identified underperforming BDAs and delivered measurable improvement across all three states within 4 months.
The Ahmedabad posting was where Manan stopped being a top seller and became a market architect. The Home & School model he initiated from scratch took revenue from Rs.1.5 Cr to Rs.2.9 Cr — a model that others then replicated across the country.
Walkin conversion maintained at 35% — the highest offline conversion in India for FY20. Incremental revenue of Rs.92 Mn against a market that de-grew by 6%. The vertical was also expanded to include BYJU'S Tuition Centre as a new LOB.
The first chapter. B.Tech Chemical Engineering from RGPV, Indore — and a conviction that selling is the most direct path to impact. Manan joined BYJU'S Surat as an individual contributor and promptly set about building Surat's market from the ground up.
Rs.2.5 Crore in 18 months. Top 100 out of thousands pan-India. International incentive trips. But more importantly — the discovery of a calling: not just selling, but understanding why people say yes. That question has driven every role since.
Every skill below was forged in real situations — not classroom simulations. Eight years of doing, failing, iterating and winning across four organisations and three industries.
If you're a startup looking for someone who has built revenue engines from nothing and can do it again — this is that conversation. Open to senior sales leadership roles where the brief is ambitious and the stakes are high.